Page 358 - Crossing Cultural Boundaries - Cees den Teuling

understanding of the organisation’s business model and the technology, enabling the drivers of the KM system, is conditional. The CKO will be at the forefront of selling and promoting the advantages of the KM approach and convince the remaining sceptics by showing the expected results of KM implementations through exiting business cases.
- From the experience, it is shown that the newly appointed CKO will be derived from the existing management or next-level executives. The CKO should be the organisational connector who is able to merge with the key stakeholders in the organisation and considering his/her organisational position and qualifications implement his/her role in the working environment of and in combination with the CEO, CIO and CFO.
- A smaller part of the KM system is originated from IT systems. A larger part of the introduction of an organisation’s KM system is normally devoted to change, to turn-around or to adapt the organisation’s existing culture and to have the KM approach acceptable for both the organisation’s employees and management. The impact of the necessary changes in OC result in a minor impact of the influence of electronic systems and data warehousing.
- Sharing of knowledge can’t be mandated or commanded and will need an encouragement by an additional reward structure that support the sharing and the use of the knowledge gathered in the organisation’s KM system. The key person in the organisation, the so-called Knowledge Champion will bring all stakeholders to an agreement on the shared beliefs and expected results. If the group of stakeholders are won for the KM project, the success is within reach, even before the implementation is started.
C10. Evaluation of organisation’s performance: continuous improvement of the Knowledge Management system
The intangible character of Knowledge makes it difficult to use hard metrics to evaluate the results and effectiveness of the implemented KM and KT systems. However, there are good starting approaches, which are helpful in measuring the results of the organisation’s KM system from a variety of viewpoints and able to outline the contribution to the organisation’s competence and the financial bottom line results. Use the following guidelines for the selection of KM metrics, suitable for the organisation.
- The success of the implemented KM system is measured and defined by the
produced metric data to underscore the operational impact of the KM system.
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